HR best practices | Page 4 (774 items)

The best-performing organisations don't cut costs and headcounts reactively, but rather build a culture where reviewing and adjusting resources is an "ongoing discipline and expectation", research shows.

Changing the wording of survey questions can make the difference between feedback managers take accountability for, and feedback that makes them feel attacked, a conference has heard.

Calm leadership is vital for team wellbeing in chaotic times, but it has to be the result of emotional regulation, not suppression, according to a leadership specialist.

Adopting a new approach to conflict management, and embedding alternative dispute resolution practices in everyday leadership, has helped an employer reduce its formal grievances by almost half, its HR leader says.

Employees shouldn't feel pressure to perform the same duties and meet their previous expectations upon returning to work after burnout, according to a psychologist who warns that "re-traumatisation" is a very real risk.

Some major themes are developing in the enterprise bargaining space, with serious implications for a growing number of employers, new data shows.

The case of an employee who denied his messages about "love" to a colleague had any s-xual element raises broader issues for HR around communication and intent across different work cohorts, a conflict specialist says.

Academic research has added weight to the business case for HR investment, finding organisations are more productive when they offer work-life balance and reduce their gender pay gap.

When overwhelmed managers can distinguish between their productive and unproductive struggles, they're less likely to feel like they're "spinning [their] wheels and stagnating", a performance consultant says.

A new report calls for employers to stop treating upward bullying as an "interpersonal issue", and recognise it as "a distinct organisational and governance risk".